The Exit Test

How you exit people reveals more than any values poster ever will.

I have been in Europe for the past month, visiting family and people I work with out here, and my kids have joined me: six countries and many fantastic conversations. A few people I work with are transitioning upwards in their organisation, and some outwards into new opportunities. As always, the exit quality is the main topic of debate.  I have seen some colossal exits in organisations I have worked with, and you will have too and may have experienced some yourself.  I always thought it would make a great book of ‘lessons learned’, email goodbyes from the CEO, a pizza for 30 years of ‘great service’, key passes and access removed with lightning speed, IT removing email and shared drive access and all while the person still works for the organisation. Many other exits have been done with exceptional care and respect!

I’ve been through at least six restructures in organisations I have worked with. Most were led by people with “change” in their job title. The irony? The one thing that rarely changed was how people were treated on the way out.

From elite sport to boardrooms, a lesson always repeats: how you exit people defines your culture far more than how you welcome them. It’s the moment your leadership is no longer aspirational; it’s real, and everyone remaining is watching closely.

Over the years, I’ve mentored people through some of their most difficult transitions, including doctors, scientists, coaches, athletes, and senior leaders. I’ve seen firsthand the difference between a high-performing exit and one that creates damage. These stories are shared most often in the many performance reviews, strategy sessions and debriefs I have been involved with.  The message that the quality of the ‘exit’ sends runs deep.

Exits, deselections, restructures, these are moments charged with emotion and identity. But they’re also human performance opportunities. Done well, they leave a person intact, grateful, appreciated, and the culture stronger for those who remain behind. Done poorly, they undermine trust, retention, unity, safety and performance for those who stay.

When someone exits, they’re not the only one affected. The way they’re treated resonates for months and years!

Here are some examples of good exits I have seen.  Think of what resonates in their wake.

• An Olympic campaign athlete deselected, but the coach met personally, explained the criteria, acknowledged the journey, and left the door open.

• A GM whose role was made redundant but was offered a genuine transition plan, coaching, and a farewell event that celebrated their impact.

• A rugby player retiring due to injury, allowed to stay with the team until season end and supported into a development role.

• A departing leader recorded a farewell video to thank the team and highlight shared wins. The transition honoured legacy without disruption.

• A volunteer stepping away due to family was honoured in front of the team with sincerity and gratitude.

• A sports scientist moving abroad received a team huddle moment where peers shared one thing they learned from them. 

• An athlete retiring mid-cycle was invited back for a team dinner and presented with a signed jersey.

These exits showed the humanity in performance. They left people feeling seen, valued, and respected and left the organisation with pride, not fear.

Here are a few examples of poor exits I have seen.

• An athlete cut by email with no prior warning or support.

• A coach removed mid-season with no explanation, just gone overnight (including their name on the door).

• A long-serving staff member was told on a Friday and locked out by Monday. 

• A restructure handled through generic HR scripts with no room for human conversation.

• An athlete not selected and ghosted by the coach. No closure, just silence.

• A high performer reassured of their future, then cut in the next round with no explanation.

• A technical team dissolved without thanks, handover, or shared learning.

Each of these exits signalled: you are only valued when you are useful to us. That message lingers, and it shapes the choices, behaviours and effort of those who stay.

The best know how to treat people in the best way, no matter what:

• They make exits human, not just compliant.

• They protect dignity.

• They reflect openly, even when it’s hard.

• They show the team that who you are matters, not just what you do.

This is about being clear, empathetic, sincere and kind. It’s performance-leadership maturity.

People don't remember the selection/transition policy; they remember how they felt. Those who stay? They’ll decide how much of themselves they’re willing to keep giving, based on what they just saw.

Try this:

• Reflect: Think of the last 3 exits you were involved in. What message did they send?

• Discuss: Ask your team: If someone leaves us next week in the way we normally exit people, what would they say about us?

• Plan: Build a standard for exits, just like you have for inductions, welcomes and onboarding.

In the end, your culture is not what you say. It’s what people experience when they leave.

Go well, lead well

Richard